台灣中小企業汽車零組件產業在全球供應鏈扮演重要角色，2019年因全球經濟成長趨緩，貿易戰、Covid-19疫情肆虐，讓全球車業連帶遭受衝擊，也讓車輛零組件需求減緩。此外，全球汽車製造業也正面臨供應鏈重組挑戰，車輛電動化、智慧化及共享化正改變著整體汽車產業界的生態。台灣中小企業汽車零組件產業如何利用策略取得先機、成功轉型，為本研究探討的關鍵。本研究將針對個案H公司的轉型歷程，進行階段性的探究。以競合策略下之價值網觀點，呈現H公司與各廠商間之競合關聯與價值活動。並藉由個案於各階段之競合關係，梳理出H公司對競合策略之運用，探討該個案如何在競爭中融入合作、從合作中產生競爭，並藉此持續與各關係人進行互動、創造價值，發展出新的商業模式。本研究的另一個動機，是想於中小企業在企業轉型的脈絡之中，進一步探討競合策略與商業模式的影響以及兩者之間的關聯性。

The Taiwanese SMEs in the automotive components industry play a crucial role in the global supply chain. However, in 2019, the global automotive industry was adversely affected by factors such as the slowdown in global economic growth, trade wars, and the widespread impact of the COVID-19 pandemic, leading to decreased demand for vehicle components. Furthermore, the global automotive manufacturing industry faces supply chain restructuring challenges due to vehicle electrification, digitalization, and shared mobility, reshaping the overall automotive industry ecosystem.
This study aims to explore the key strategies for Taiwanese SMEs in the automotive components industry to seize opportunities and achieve successful transformation. The research focuses on the transitional journey of Company H as a case study, conducting a stage-by-stage investigation. Adopting a Value net perspective under the framework of coopetition strategy, this study illustrates the coopetitive relationships and value activities between Company H and various manufacturers. By analyzing the coopetitive relationships at each stage, the study elucidates how Company H's coopetition strategy, examining how the case integrates cooperation into the competition, generates competition from cooperation, sustains interaction with stakeholders, creates value, and develops new business models. Another motivation of this research is to further explore the impact of coopetition strategy and business models within the context of SMEs' corporate transformation and examine the relationship between the two.

江明松(2006)，車廠戒慎恐懼消費者愛的CAPA，車輛研測資訊，頁8-14。
李政賢, 廖志恆, & 林靜如(2007)，質性研究導論，台北：五南。
李宜潔(2018)，AMAZON切入線上汽配業務對台灣汽車零組件廠之衝擊，貨幣觀測與信用評等，第132期，頁87-90。
石安伶(2021)，汽車零件製造業發展趨勢，台灣趨勢研究。
https://www.twtrend.com/trend-detail/manufacture-of-parts-for-motor-vehicles-2021/
朱峻賢(2020)，2019年我國汽車零組件市場概況，車輛中心產業發展處。
https://www.artc.org.tw/chinese/03_service/03_02detail.aspx?pid=13449
李盈逸(2010)，台灣汽車售後服務零組件產業分析，車輛中心國際合作部產業發展科。
https://www.artc.org.tw/chinese/03_service/03_02detail.aspx?pid=1456
汽車產業鏈簡介(2021)，產業價值鏈資訊平台。
https://ic.tpex.org.tw/introduce.php?ic=3000
產業拓展處(2018)，美國汽配市場概況，台灣經貿網。
https://info.taiwantrade.com/biznews/%E7%BE%8E%E5%9C%8B%E6%B1%BD%E9%85%8D%E5%B8%82%E5%A0%B4%E6%A6%82%E6%B3%81-1669413.html。
張瑋容(2022)，110年汽車及其零件業產值可望轉為正成長，經濟部統計處。
https://www.moea.gov.tw/Mns/dos/bulletin/Bulletin.aspx?kind=9&html=1&menu_id=18808&bull_id=9609
黃樑傑(2011)，2010年全球汽車產業概況，車輛研究測試中心。
https://www.artc.org.tw/tw/knowledge/articles/1749

Afuah, A. (2000). How much do your co‐opetitors' capabilities matter in the face of technological change? Strategic management journal, 21(3), 397-404.
Amit, R., & Zott, C. (2001). Value creation in e‐business. Strategic management journal, 22(6‐7), 493-520.
Anderson, J. C., Håkansson, H., & Johanson, J. (1994). Dyadic Business Relationships within a Business Network Context. Journal of Marketing, 58(4), 1-15. https://doi.org/10.1177/002224299405800401
Baraldi, E., Brennan, R., Harrison, D., Tunisini, A., & Zolkiewski, J. (2007). Strategic thinking and the IMP approach: A comparative analysis. Industrial Marketing Management, 36(7), 879-894.
Bengtsson, M., & Kock, S. (2000). ”Coopetition” in Business Networks—to Cooperate and Compete Simultaneously. Industrial Marketing Management, 29(5), 411-426. https://doi.org/https://doi.org/10.1016/S0019-8501(99)00067-X
Bouncken, R. B., Gast, J., Kraus, S., & Bogers, M. (2015a). Coopetition: a systematic review, synthesis, and future research directions. Review of Managerial Science, 9, 577-601.
Bouncken, R. B., Gast, J., Kraus, S., & Bogers, M. (2015b). Coopetition: a systematic review, synthesis, and future research directions. Review of Managerial Science, 9(3), 577-601.
Brandenburger, A. M., & Nalebuff, B. J. (1996). Co-opetition. New York, Bantam Doubleday Dell Publishing Group. In: Inc.
Brandenburger, A. M., & Stuart Jr, H. W. (1996). Value‐based business strategy. Journal of economics & management strategy, 5(1), 5-24.
Chou, H.-H., & Zolkiewski, J. (2018). Coopetition and value creation and appropriation: The role of interdependencies, tensions and harmony. Industrial Marketing Management, 70, 25-33. https://doi.org/https://doi.org/10.1016/j.indmarman.2017.08.014
Dagnino, G. B. (2009). Coopetition strategy: a new kind of interfirm dynamics for value creation. In Coopetition strategy (pp. 45-63). Routledge.
Daidj, N., & Jung, J. (2011). Strategies in the media industry: Towards the development of co-opetition practices? Journal of Media Business Studies, 8(4), 37-57.
Das, T. K., & Teng, B.-S. (2000). A resource-based theory of strategic alliances. Journal of management, 26(1), 31-61.
Day, G. S. (2000). Managing market relationships. Journal of the academy of marketing science, 28(1), 24-30.
Dodgson, M. (1993). Learning, trust, and technological collaboration. Human relations, 46(1), 77-95.
Fernandez, A.-S., Le Roy, F., & Gnyawali, D. R. (2014). Sources and management of tension in co-opetition case evidence from telecommunications satellites manufacturing in Europe. Industrial Marketing Management, 43(2), 222-235.
Gnyawali, D. R., He, J., & Madhavan, R. (2006). Impact of co-opetition on firm competitive behavior: An empirical examination. Journal of management, 32(4), 507-530.
Gnyawali, D. R., & Park, B.-J. R. (2011). Co-opetition between giants: Collaboration with competitors for technological innovation. Research policy, 40(5), 650-663.
Håkansson, H., Ford, D., Gadde, L.-E., Snehota, I., & Waluszewski, A. (2009). Business in networks.
Hamel, G. (1991). Competition for competence and interpartner learning within international strategic alliances. Strategic management journal, 12(S1), 83-103.
Hamel, G., Doz, Y. L., & Prahalad, C. K. (1989). Collaborate with your competitors and win. Harvard business review, 67(1), 133-139.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard business review, 86(12), 57-68.
Luo, X., Slotegraaf, R. J., & Pan, X. (2006). Cross-functional “coopetition”: The simultaneous role of cooperation and competition within firms. Journal of Marketing, 70(2), 67-80.
Luo, Y. (2004). Coopetition in international business. Copenhagen Business School Press DK.
Magretta, J. (2002). Why business models matter. In: Harvard Business School Boston, MA.
Markides, C. C. (1999). A dynamic view of strategy. Sloan Management Review, 40(3), 55-63.
Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of business research, 58(6), 726-735.
Myers, M. D. (2009). Qualitative research in business & management.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers (Vol. 1). John Wiley & Sons.
Patton, M. Q. (1990). Qualitative evaluation and research methods. SAGE Publications, inc.
Rademakers, M. F., & McKnight, P. J. (1998). Concentration and inter‐firm co‐operation within the Dutch potato supply chain. Supply Chain Management: An International Journal.
Raza-Ullah, T., & Bengtsson, M. (2014). Emotions in paradoxical inter-firm relationships: A conceptual framework. Academy of Management Proceedings,
Ritala, P. (2012). Coopetition strategy–when is it successful? Empirical evidence on innovation and market performance. British Journal of Management, 23(3), 307-324.
Ritala, P., Golnam, A., & Wegmann, A. (2014). Coopetition-based business models: The case of Amazon. com. Industrial Marketing Management, 43(2), 236-249.
Ritala, P., & Hurmelinna-Laukkanen, P. (2009). What's in it for me? Creating and appropriating value in innovation-related coopetition. Technovation, 29(12), 819-828.
Ritala, P., & Tidström, A. (2014). Untangling the value-creation and value-appropriation elements of coopetition strategy: A longitudinal analysis on the firm and relational levels. Scandinavian Journal of Management, 30(4), 498-515.
Rusko, R. (2011). Exploring the concept of coopetition: A typology for the strategic moves of the Finnish forest industry. Industrial Marketing Management, 40(2), 311-320.
Sivadas, E., & Dwyer, F. R. (2000). An examination of organizational factors influencing new product success in internal and alliance-based processes. Journal of Marketing, 64(1), 31-49.
Sodhi, M. S., & Tang, C. S. (2013). Strategies and tactics of Chinese contract manufacturers and western OEMs (2001–2011). International Journal of Production Economics, 146(1), 14-24.
Song, D.-W., & Lee, E.-S. (2012). Coopetitive networks, knowledge acquisition and maritime logistics value. International Journal of Logistics Research and Applications, 15(1), 15-35.
Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2-3), 172-194.
Tidström, A. (2009). Causes of conflict in intercompetitor cooperation. Journal of Business & Industrial Marketing.
Tomlinson, P. R., & Fai, F. M. (2013). The nature of SME co-operation and innovation: A multi-scalar and multi-dimensional analysis. International Journal of Production Economics, 141(1), 316-326.
Voelpel, S. C., Leibold, M., & Tekie, E. B. (2004). The wheel of business model reinvention: how to reshape your business model to leapfrog competitors. Journal of change management, 4(3), 259-276.
Walley, K. (2007). Coopetition: an introduction to the subject and an agenda for research. International Studies of Management & Organization, 37(2), 11-31.
Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). sage.
Zhang, J., & Frazier, G. V. (2011). Strategic alliance via co-opetition: Supply chain partnership with a competitor. Decision Support Systems, 51(4), 853-863.
Zineldin, M. (2004). Co‐opetition: the organisation of the future. Marketing Intelligence & Planning, 22(7), 780-790.
Zott, C., & Amit, R. (2010). Business model design: An activity system perspective. Long range planning, 43(2-3), 216-226.